Please use this identifier to cite or link to this item: https://repository.seku.ac.ke/handle/123456789/8250
Title: A critical analysis of key financial performance indicators in the banking industry in Ghana
Authors: Sackitey, Dominic T.
Ndwiga, Taratisio
Keywords: agriculture development bank
amalgamated bank
analysis of variance
accident ratio
automated teller machines
business activity monitoring
barclays bank of Ghana limited
bank of credit and commerce
bank for housing and construction
cal merchant bank
credit to deposit ratio
cash flow
cost to income ratio
cash in transit services
customer loyalty
customer retention
customer satisfaction rate
deliver performance to customer performance
financial result
Ghana commercial bank
gender ratios
internal efficiency
internal promotions
investment rate
liquid assets to deposit-borrowing ratio
loan loss reserve to gross loans
merchants bank of ghana limited
post-dated cheque collection
performance indicators
point of sale
return on capital employed
return on equity
return on investment
Issue Date: Dec-2016
Citation: Texila international journal of management, volume 2, issue 2, December 2016
Abstract: The banking industry is considered to be an important source of financing for most businesses. In Ghana, the financial systems tend to evolve around the banking system. This study therefore sought to critically explore the key financial performance indicators in the banking industry. This study made use of secondary data obtained from published annual reports of Ecobank Ghana Limited from 2005-2015. It was found that the Key Financial Performance Indicators for assessing the financial performance of Ecobank Ghana are: • Profitability which is measured using the following criteria: Return on Assets (ROA), Return on Equity (ROE) and Cost to Income Ratio (CIR). • Liquidity performance is measured using Liquid assets to deposit-borrowing ratio (LADST), Net Loans to total asset ratio (NLTA), Net loans to deposit and borrowing (NLDST). • Asset Credit Quality (Credit Performance) is measured using Loan loss reserve to gross loans (LRGL). Management of the bank should ensure that Key Performance Indicators are aligned with the specific goals and objectives of the bank. It was recommended that key performance indicators must be quantifiable. The goal must be stated in concise terms and capable of being measured. A time frame must also be established for all key performance indicators, with key checkpoints at various intervals.
Description: DOI: 10.21522/TIJMG.2015.02.02.Art010
URI: https://www.texilajournal.com/thumbs/article/Management_Vol%202_Issue%202_Article_10.pdf
http://repository.seku.ac.ke/xmlui/handle/123456789/8250
Appears in Collections:School of Health Sciences (JA)



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